This document provides background information on Costco and discusses their consideration of expanding their business model. It notes that as of 1998, Costco operated 278 warehouse clubs globally and had $21.5 billion in sales and $312 million in net income in 1997. It discusses their core operating philosophy of reducing costs through bulk purchasing. It also summarizes the pros and cons Costco saw in three potential expansion strategies: 1) launching an executive membership program, 2) increasing product diversification, and 3) expanding peripheral services. The document concludes that expanding peripheral services aligned best with Costco's operating philosophy while providing profitable growth opportunities.